- Sign In 64.3% Search Compress size Export PDF Edit PDF Create PDF procedural that Mary had man for the other units in the way bad Case A.pdf - Adobe Acrobat Reader DC (32-bit) File Edit View Sign Window Help Home Tools Case A.pdf X 1 / 2 What a Waste of Time Background Information Nick Grabam managed the Operational Support Department at the First Servions Corporation operational Support did a little of everything for First Services customer account opening and maintenance, records retention, data entry, acount servicing, and similar work. There were just over 50 employees in the unit, six of whom were supervisors to the various units. Mary Nelson has been the Procedures Unit w for the past eighteen months. The Procedures Unit was reponsible for Imamos and guidelines and distributing these documents to the field offices and other staff groups. Before becoming the supervisor, Mary worked in the unit as a pro- cedures clerk for three years. As a clerk, Mary performed well. However, is a supervisor, Mary left a lot to be desired. Nick Calam know there was a production problem in the Procedures Unit se procedures s were often published ed late and with many errors. Frequently procedures had to be recalled, revised, and reissued. In addition, Nick received prie dice reports for saployees that Mary's unit had real moralo problems. unitsmed to be much Marc- over, there was a definite absenteeism problem. Finally, to face Jon Wadsworth, a procedures clerk currently in the unit. Joan joined First Services about six months after Mary and was a good per- former, Joan often reminded Nick that she thought she deserved the supervisor's job more nased," "arbitrary and "always threatening to fire us," Nick dismissed the re- marks as sour grapes on Joan's part. However, as morale problems continued and production remained low, Nick watched more closely and sadly found these For example, Mary never met with her employees to explain the yousuf First Services. She never spent any time training or coaching her subordinates the job they were to do. She often chewed out an employee for making a mistake, in full view of others. Her supervisory attitude seemed to be You works hard as you can at what I give you Don't dare ask what this work is or why you are to do it. If you screw I'll raise hell. Otherwise, don't bother me." Nick knew something needed to be done, so he contacted the First Services Training Department to enroll Mary in one of the supervisory training programs they offered. Bill Jones, one of the trainers there, was starting a new class, Ad- Comment Combine Files because vanced Sales Management Techniques, in two weeks. Mary was put in the and received a memo stating that she was to attend the training program Mary was surprised and confused by the memo. She wondered why she was for operational matters. She thought at at that she may have rolved the mamo by mistake; Then she thought that she was being prepared for some kind of promotionor demotion, She finally saw Nick later in the morning and showed him the memo "Look what I got in the mail today," she said. "Do you know anything about Nick, in a rush, smiled and said in passing: "Well, I saw they were offering this thought you might like to atto, w I put in your name Mary looked back down at the memo, obviously not convinced by what he had said. "Look, top management is on a training kick, he continued. "Just to and don't wony about it Mary scomed to find that answer more appealing, A few days later, Mary received a second memo from the Training Depart- ment, stating that she needed to do some pre-class reading in a booklet which was enclosed. Near the end of the day, she began to skim through it. Nick, walking by her office, noticed Mary reading and asked what she was doing "It's some reading I have to do for that training class you put me in," May explained Nick paused for a moment. "That's home-work, not work-work," he told her. "You've still got a pile of materials to proces by next week. Better yet back to work." Attor Nick moved Oh, Mary thought to herself that's the way you want it, that'homewak' is going to become 'no-work... Another week passed, and the starting day for the training arrived. Mary showed up for class, somewhat angry about the interruption to her routine and tente about what the training would be lisand what it would cover. She only half-completed the pre-class assignment. She remarked to the perse e person sitting next to her: "I hope this is over so e got to get back to work." For the next week, Mary came to the class regularly. The program, led by a less than inspiring trainer, was mostly lectures, readings, and tests. Most of the . the training came close to dealing specifi- cally with some of the concerns she had. Nonetheless, at the end of the week, using back on the job. Indeed, she was excited about styling coup she could see This cuttusias received a dose of cold water, though, when she returned to work the following Monday. There, on her desk, was a pile of papers, docu- ments, and one bona fide emergency. She smiled to herself. "Looks like those training ideas will wait," she thought. Shortly after lunch, Nick wallced by her door. Noticing that Mary was in, bo asked in passing: "Gind you're back. How was vacation?" By the time Mary realized be was serious, he was already gone. El Organize Pages Compress PDF Redact There were only a few times when viere, and coaching haid-sales personnes O Protect Cu Fill & Sign Send for Comme... 392 More Tools 1 Bi 5:41 PM 2/23/2021 Q - Case A.pdf - Adobe Acrobat Reader DC (32-bit) File Edit View Sign Window Help Home Tools Case A.pdf X Sign In 2 / 2 89.4% Search Compress size C. Export PDF Adobe Export PDF Convert PDF Files to Word or Excel Online Select PDF File Case A.pdf CASE QUESTIONS It took Mary another two days to get things back under some control. She decided to try out one of her training ideas the next day. When she came in, she started making a daily "todo" list and sorting her work into Critical, Important, and Reserve piles. Nick noticed that she was mov- ing paper around her desk and asked what she was doing. "It's something I learned in that training program last week. It's called 'work priority management.' You sce, what you do is- Nick cut her off. "Yeah, I'm sure it's interesting but you've got the 48-90 procedure to get to Let's see that paper move, not this." Mary bristled and went out to the floor After about an hour, she noticed that one of her subordinates was having some difficulty with an operation. Deciding to try some coaching skills she saw in the training, abo bogan working with the employee Nick, walking through the area, noticed her spending time with the em- ployee. In a mocking tone, he asked her, "What are you doing, Mary? Some more of that training stuff?" The employee heard it too. Mary had enough. "Can I talk to you in your office, Nick?" she asked. He said he only had a few minutes, as they walked to his office, Mary began: "Nick, I don't know what's going on. I feel like you're being hostile to me whenever I try something I picked up in the training. What's going on?" Nick thought for a second, "Look, Mary," he said, "that training stuff is all theory. This is the real world, with important deadlines. Don't let that training stuff interfere with your getting the work out. I want you to get back to work." Feeling angry and frustrated, Mary left his office, Shortly hefore lunch, Toan Wadsworth came to Moxy, complaining about an "insane" procedure they had to follow for an upcoming project. Mary, back in her old form, didn't even look up from the production report she was preparing "I don't want to hear it," she said. "Get back to work, or else." Two days later, Joan gave Mary her letter of resignation, with a copy for Nick Graham Mary thought to herself: "So much for training." Nick thought to himself: "That training was sure a waste of time. And I've still got a lousy supervisor." Convert to Microsoft Word (.docx) 1. Was the training effort that Mary went through a success or a failure? How do you know? 2. Identify all the factors that contributed to the result (either success or failure). 3. What actions can be taken before, during, and after a training program, to increase the chances for a aucocasful Laming caperence? Document Language: English (U.S.) Change Convert, edit and e-sign PDF forms & agreements Free 7-Day Trial 11 E Bi Q 5:44 PM 2/23/2021